Strategic Management and Performance of Humanitarian Systems: Some Patterns from the Study of Two NGOs
The importance of Nonprofit organizations activities is widely recognized and their popularity is growing; yet, there is a heated debate on their performance. Little effort has been made to attribute this performance to decisions and actions of a larger organizational system that encompasses-in addition to nonprofit organizations-donor agencies, and different communities of beneficiaries or clients. Based on an empirical study of two large organizational systems engaged in struggle against poverty, and using the literatures on strategic management, organizational theories, and nonprofit organizations, we propose the structure of such an organizational system and, propose a dynamic integrative model that explains performance in this context through 4Cs; i.e.,Comprehension, Contemplation, Composition, and Conciliation. We discuss implications of our model, propositions and future researches directions.
Fahim Youssofzai Ta(i)eb Hafsi
Department of Business Administration, Royal Military College of Canada, PO Box: 17000, Kingston, On HEC Montreal, 3000 C(o)te Ste-Catherine, Montréal, Québec, H3T 2A7 Canada
国际会议
第六届管理学国际会议(Proceedings of ICM2007 the 6th International on Management)
武汉
英文
1249-1268
2007-08-03（万方平台首次上网日期，不代表论文的发表时间）